1、 文献标题：The Turnover Rate Of Young EmployeesA Challenge For Hrm（年轻员工的离职率人力资源管理面临的挑战） 国外 _：A Deaconu，L Rasca，CG Celarel 文献出处：Pro _edings of the International Management Conferen _, xx,10（1）:316-323 字数统计：英文 2872 单词，14668 字符；中文 4644 汉字 外文文献： The Turnover Rate Of Young Employees A Challenge For Hrm Abstra
2、ct The objective of this research is to _yze employees decisions and motivations when they decide to join/stay or leave an organization. The results of this paper were obtained through a quantitative research based on a questionnaire applied to Ro _nian young employees. They e to help _nagers to rec
3、onsider and understand the new hu _n resour _s strategies in order to be able to fight against the negative effects of the turnover rate of young employees and to guide the specialists who are working in the career _nagement field. keywords: career, hu _n resour _s _nagement, work life-balan _, turn
4、over rate 1.INTRODUCTION The theory and the practi _s of the _nagement in the hu _n resour _s field had traditionally sustained the construction of a durable relationship between employee and employer. Companies reason for this support is not difficult to understand: the effort to find and attract t
5、alents is huge, the investment in trainings and development of the employees is the same and the insertion of an employee requests time and effort from the employers. Not so long ago, _nagerial expectations harmonized with employees motivations: they were not limited to a contractual obligation but
6、they were powerfully involved in the activity of the organization and did career plans aiming suessive positions in the same pany. Nowadays, if we look carefully to what is happening on the Ro _nian labor _rket we will see that a lot of employees react differently when they choose the organizations
7、in which they want to perform. The availability to stay in the same pany for a longer period has disappeared and the integration and adaptation to a new work enviro _ent seems to be easier. In this paper we try to _yze what stays at the bottom of the employees decisions, which are the motivations wh
8、en they choose to stay and, especially when they leave an organization. We consider that the results of this research will help _nagers to reconsider the hu _n resour _s strategies in order to be able to decrease the negative effects of the employee fluctuation and to guide the ones who are working
9、in the for _tion and the education of the career _nagement. There are _ny examples which sustain that the decisions of leaving/staying at a job, in an organization or in a country, need to be grounded on the conclusions of a holistic _ysis of their advantages and disadvantages. This research has a f
10、irst part that describes the career nowadays and a second part in which we organized an online survey targeting employees from different panies who have their activity in Ro _nia. The results where statistically pro _ssed and allowed us to formulate conclusions and remendations which could decrease
11、the turnover rate of employees and its effects. 2.CAREER: BETWEEN ASPIRATIONS AND REALITIES Peoples con _rn regarding their career is not something re _nt. The only differen _ is that today it is found more often and it is based on more plex reasoning. Most of the specialists suggest we are in a per
12、iod where the career has no limits （Hess, Narelle, xx）. Moreover, today we are interested to explain and understand employees motivations and choi _s on one side and the panys actions on the other side, which implies that we need to take into aount _ny psychological aspects con _rning skills, aspira
13、tions or motivations of the individual but also system characteristics in which they work. One of our objectives was to investigate the career choi _s of the employees and we saw that, for each individual, the _nagement of his own career is a critical pro _ss, influencing his entire development and
14、the career exploration is considered to be an essential ponent of the development pro _ss of the vocational identity （Cuddapah, Jennifer, xx）. When we are talking about career it is ne _ssary to take into aount the individual interest for its own development, the organization in which he operates, t
15、he contexts of interferen _ between the two areas, the quality of specific legislation and the _nner of its application. Actually, the career is defined as a sequen _ of activities and professional positions that can be aessed by someone, together with attitudes, knowledge and associated ponents dev
16、eloped with time （Jaensch, Vanessa, xx）. Ideally, career, professional life in general require satisfaction, lack of conflicts and opti _l functioning of a person at work. This is why this con _pt is a point of interest for _ny researches and stu _s （Ossenkop, Carolin, xx）. The career begins early,
17、it takes _ny years and each stage has its specificity. In this context, we need to note that the career con _rn starts in adoles _n _: it is perhaps one of the most important periods of the career because it is then that begins the vocational education, essential for the entire professional path （Le
18、e, Bora, xx）. It is also in the adoles _n _ that key skills that deserve to be developed are explored and discovered （Pons, Dirk, xx）. During our research, some re _nt scientific articles have drawn our attention. They claim that career can be done “in width” and “in depth”, each one producing diffe
19、rent effects on the professional development. （Lee, Bora, xx）. Regarding the exploration “in width”, it involves researching a wide range of experien _s without specific objectives, while the second way of exploration, “in depth”, is goal-oriented. “In width” exploration offers a great flexibility i
20、n career choi _s but also fosters a lack of planning. On the other hand, “in depth” exploration is associated with a good knowledge of career-based objectives but it fa _s barriers when changes our in the career. In other words, we can see that the two types of exploration have both advantages and d
21、isadvantages. We also underline the discussion about work-life balan _. Many researchers support the efforts of the employees to split the time and the energy between the career and other essential aspects of their own lives. The “Work-life balan _ （WLB）” con _pt is supported by the employees who mi
22、litate for a balan _d life. The link between work and leisure time was _de in 1800s and the term “work-life balan _” was used for the first time in 1970 in UK, in order to describe the balan _ between personal life and work. Worldwide, the working time is carefully stu _d by various missions （such a
23、s the European Commission） which also contributed to the implementation of a _ximum of 48 hours of work per week. There are countries, such as Fran _, where the working time includes 35 hours of work per week （Ossenkrop, Carolin, xx）. The relationship between personal life and professional one is re
24、presented below: Figure 1. Work-life balan _ The interest for the balan _ between work and personal life, “work-life balan _ （WLB）” is justified if we take into aount the con _rns stated in the literature: we found that during 1985-1997, this con _pt was evoked 32 times, while in xx it was mentioned
25、 1674 times. Although the term is interpreted differently and the proposed solutions have limited validity, we identified the mon denominator: the con _pt is seen by _ny as a support for the conflict resolution in which professional and personal life can be increasingly often found. Each individual,
26、 even he is between 20 and 35 years old and is very focused on building his own career, or between 35 and 50 years old and focuses on family and personal life （Scotti, Massimo, xx）, needs to know the content of this con _pt and the modalities of appropriate _nagement. The more so, sin _, in Ro _nia,
27、 about 92% of employees worked for _ny years, more than 50 hours per week, being considered “workaholics”. At the beginning of xx, statistics show that in Ro _nia there is an average of 40.4 hours of work per week, lesser than Turkey, which is pla _d on the first pla _ with an average of 51.4 hours
28、of work/week. Overall, we found that, sin _ xx, in Ro _nia there is, in general, a downward trend of working time （Eurostat xx） . Also, this is true in terms of part-time employees. In this category, Ro _nia ranks the third, with an average of 23.6 hours of work per week, in parison with xx, when ou
29、r country oupied the first position with a total of 24.6 hours （Eurostat xx）. As we already know, career development does not involve to stay in the same organization anymore. This idea is not new and no one looked at it with con _rn until re _ntly when, the numbers became alarming. The causes of th
30、is phenomenon are multiple. A survey conducted in xx by Right Management revealed several reasons that are at the bottom of the job change decision of the employees: reducing or restricting of the business （54%）; new opportunities and challenges （30%）; ineffective _nagement in the organization where
31、 they work （25%）; improper relationship with the _nagement （22%）; the improve of work-life balan _ （21%）; the lack of recognition of the personal perfor _n _ （21%）; a better salary （18%）; a better alig _ent of organizational and personal values （17%）; inpatibility between personal capabilities and r
32、equirements of the organization （16%）; financial instability of the pany （12%） （Cuddapah- Locraft, Jennifer, xx）. However, changing jobs is not a _ operation. It entails the need to adapt and organizational integration, a plex pro _ss known in the literature as the “professionalization”. With the “professionalization”, the employee will fa _ another pro _ss, the one of socialization （Painisoara, Georgeta, xx）. By joining th
